Chapter 13: Project Stakeholder Management Flashcards
Which knowledge area focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities:
A. Project scope management
B. Project communications management
C. Project stakeholder management
D. Project risk management
C. Project stakeholder management
Which process communicates and works with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle:
A. Identify stakeholders
B. Plan stakeholder management
C. Manage stakeholder engagement
D. Control stakeholder engagement
C. Manage stakeholder engagement
The technique which systematically gathers and analyzes quantitative and qualitative information to determine whose interests should be taken into account throughout the project is:
A. Stakeholder analysis
B. Stakeholder planning
C. Communications network planning
D. Communications analysis
A. Stakeholder analysis
Which stakeholder classification model describes classes of stakeholders based on their power, urgency and legitimacy:
A. Power/interest grid
B. Power/influence grid
C. Influence/impact grid
D. Salience model
D. Salience model
In the power/interest grid below, how would you manage the stakeholders in quadrant C:
Interest Low High Power High A B
Low C D
A. Keep satisfied
B. Monitor
C. Manage closely
D. Keep informed
B. Monitor
What is the main output of the identify stakeholders process:
A. The stakeholder register
B. The stakeholder management plan
C. The stakeholder communications plan
D. The stakeholder analysis
A. The stakeholder register
Which of the following is not an input to the plan stakeholder engagement process:
A. Stakeholder register
B. Organizational process assets
C. Project management plan
D. Project document updates
D. Project document updates
Which of the following is not an enterprise environmental factor in the plan stakeholder engagement process:
A. Organizational culture
B. Lessons learned database
C. Organizational structure
D. Organizational political climate
B. Lessons learned database
At which point in a project is it more likely that senior stakeholders will need to be highly engaged in order to clear away any obstacles to success:
A. At the end of the project
B. At the beginning of the project
C. During the execution activities
D. When dealing with vendors
B. At the beginning of the project
Which stakeholder engagement level has the stakeholders aware of the project yet neither supportive nor resistant:
A. Resistant
B. Supportive
C. Neutral
D. Leading
C. Neutral
In the chart below, which stakeholder has the desired level of enagement (SH=stakeholder):
SH Unaware Resistant Neutral Supportive Leading
SH1 C D
SH2 D - C
SH3 C D
A. Stakeholder 1
B. Stakeholder 2
C. Stakeholder 3
D. None of the stakeholder are at the desired level of engagement
B. Stakeholder 2
How should the project manager regard the sensitivity of the stakeholder management plan:
A. It should be treated like any other project document
B. It should be made freely available to stakeholders
C. Precautions should be taken with it due to its sensitive nature
D. It should only be available to the project team
C. Precautions should be taken with it due to its sensitive nature
Which of the following is not an output of the manage stakeholder engagement process:
A. Project document updates
B. Change requests
C. The issue log
D. Organizational process assets
D. Organizational process assets
When is the ability of stakeholders to influence the project greatest:
A. At the final quarter of the project
B. At the beginning of the project
C. During the execution of the project
D. During the closure of the project
B. At the beginning of the project
Which of the following interpersonal skills is not appropriate to managing stakeholder engagement:
A. Building trust
B. Resolving conflict
C. Team building
D. Active listening
C. Team building
Which of the following management skills is not appropriate for managing stakeholder engagement:
A. Facilitating consensus toward project objectives
B. Modifying organizational behaviour to accept the project outcomes
C. Negotiating agreements to satisfy the project needs
D. Developing the technical skills of the project team
D. Developing the technical skills of the project team
Which of the following is not an organizational process asset that might be updated by the manage stakeholder engagement process:
A. Stakeholder notifications
B. Project records
C. Lessons learned documentation
D. The stakeholder register
D. The stakeholder register
The process which monitors overall project stakeholder relationships and adjusts strategies and plans for engaging stakeholders is:
A. Manage stakeholder engagement
B. Monitor stakeholder engagement
C. Plan stakeholder engagement
D. Identify stakeholders
B. Monitor stakeholder engagement
Which of the following is not an output from the monitor stakeholder engagement process:
A. Organizational process assets updates
B. Work performance data
C. Work performance information
D. Change requests
B. Work performance data
Which organizational process asset that is updated by the monitor stakeholder engagement process is described as information formally or informally provided by the project team to any or all stakeholders:
A. Stakeholder notifications
B. Project reports
C. Project records
D. Project presentations
D. Project presentations
Processes in Project Stakeholder Management knowledge area
- Identify Stakeholders
- Plan Stakeholder Engagement
- Manage Stakeholder Engagement
- Monitor Stakeholder Engagement
When Project Stakeholder Management processes are used
Continually throughout the project
Who participates in stakeholder engagement to ensure it is effective
All project team members
Identify Stakeholders process
Process in Project Stakeholder Management knowledge area for identifying stakeholders, their interests and power and therefore their potential impact on the project
When Identify Stakeholders processes are used
At the beginning of the project, often when the project charter is developed, and then as needed
Identify Stakeholders inputs
- Project charter
- Business documents (business case and benefits management plan)
- Project management plan elements (communications management plan and stakeholder engagement plan)
- Other project documents (change and issue logs and project requirements documentation)
- Project agreements
- Enterprise environmental factors
- Organizational process assets
Identify Stakeholders tools and techniques
- Expert judgement
- Data gathering techniques (questionnaires, surveys, interviews, focus groups, etc.)
- Brainstorming and brain writing
- Data analysis techniques (stakeholder analysis)
- Data representation techniques (stakeholder mapping, stakeholder cube and salience models)
- Direction of influence models
- Prioritization of stakeholders
- Meetings
Stakeholder analysis
Identify Stakeholders process data analysis technique that categorizes stakeholders according to their “stakes” in the project
Stakes
Stakeholder’s interests in the project, legal and/or moral rights, ownership of property or other resources, knowledge or contribution to the project
Stakeholder mapping
Data representation technique in Identify Stakeholders process which visually categorizes stakeholders according to their levels of power, interest, influence, and impact on the project
Stakeholder cube
Data representation technique in Identify Stakeholders process which is an advanced application of stakeholder mapping which categorizes stakeholders on three dimensions
Salience model
Data representation technique in Identify Stakeholders process which is based on power levels
Directions of influence model
Technique in Identify Stakeholders process which categorizes stakeholders according to the nature of their influence of the project: upward to senior management, downward to people working on the project, outward to different stakeholder groups or sideward to peers in the project
Identify Stakeholders outputs
- Stakeholder register
- Change requests
- Project management plan changes
- Other project document changes
Stakeholder register
Output of Identify Stakeholders process which provides information that identifies the project stakeholders, as assessment of their interests, power and influence, etc.
Plan Stakeholder Engagement process
Process in Project Stakeholder Management knowledge area for developing the approach that will be used to manage stakeholders
Plan Stakeholder Engagement inputs
- Project charter
- Project management plan elements (resource, communications and risk management plans)
- Other project documents (assumptions, change and issue logs, project schedule, risk and stakeholder registers)
- Project agreements
- Enterprise environmental factors
- Organizational process assets
Plan Stakeholder Engagement tools and techniques
- Expert knowledge
- Analytical techniques
- Communication skills
- Information from previous projects
- Data gathering techniques (benchmarking)
- Data analysis techniques (assumption and constraint and root cause analyses)
- Decision making techniques (prioritization or ranking)
- Data representation techniques (mind mapping and stakeholder assessment matrix)
- Meetings
Stakeholder assessment matrix
Data representation technique in Plan Stakeholder Engagement process which compares current and desired levels of stakeholder engagement
Plan Stakeholder Engagement output
Stakeholder management plan (main output)
Manage Stakeholder Engagement process
Process in Project Stakeholder Management knowledge area for managing and understanding stakeholders’ relationship with the project, their expectations, needs, issues and involvement in order to maximize their positive contribution and minimize their negative impact
Manage Stakeholder Engagement inputs
- Project management plan elements (communications, risk and change management plans and stakeholder engagement plan)
- Project documents (change and issue logs and lesson learned and stakeholder registers)
- Enterprise environmental factors
- Organizational process assets
Manage Stakeholder Engagement tools and techniques
- Expert judgement
- Communication skills
- Interpersonal skills
Possible uses for communication skills in Manage Stakeholder Engagement process
- Conduct effective conversations
- Identify issues
- Manage meetings
- Prepare reports and surveys
Possible uses for interpersonal skills in Manage Stakeholder Engagement process
- Managing conflict
- Working with different cultures
- Negotiating
- Conversing
- Political awareness
Manage Stakeholder Engagement outputs
- Change requests
- Project management plan updates
- Project document updates
Monitor Stakeholder Engagement process
Process in Project Stakeholder Management knowledge area for monitoring and ensuring the effectiveness of stakeholder engagement, including modifying activity when needed to enable successful completion of the project
When to use Monitor Stakeholder Engagement process
Continuously throughout the project
Monitor Stakeholder Engagement inputs
- Project management plans
- Other project documents (issue log, lessons learned, risk and stakeholder registers and project communications)
- Work performance data
- Enterprise environmental factors
- Organizational process assets
Monitor Stakeholder Engagement tools and techniques
- Data analysis techniques (alternatives, root cause and stakeholder analyses)
- Decision making techniques (multi-criteria decisions analysis and voting)
- Communication skills
- Interpersonal and team skills
- Meetings
Monitor Stakeholder Engagement outputs
- Work performance information
- Change requests
- Project management plan updates
- Other project document updates
Example enterprise environmental factors that are inputs to Identify Stakeholders process
- Organization’s political environment
- Organizational culture
- Geographical distribution of the project activities
Example organizational process assets that are inputs to Identify Stakeholders process
Stakeholder register and registers from past projects
Example enterprise environmental factors that are inputs to Plan Stakeholder Engagement process
- Organizational culture
- Organization’s political environment
- Organization’s governance environment
- Stakeholder risk tolerances
- Organization’s communications channels
Example organizational process assets that are inputs to Plan Stakeholder Engagement process
- Organization’s communications policies
- Organization’s information storage policies
- Organization’s software communications and other tools
Example enterprise environmental factors that are inputs to Manage Stakeholder Engagement process
- Organizational culture
- Organizational politics
- Organizational governance
- Stakeholder risk tolerance
- Organizarion’s communication channels
Example organizational process assets that are inputs to Manage Stakeholder Engagement process
Organization’s communications policies and guidelines
Example environmental factors that are inputs to Monitor Stakeholder Engagement process
- Organizational culture
- Organizational politics
- Stakeholder risk tolerance
- Organization’s communication channels
- Geographical location of stakeholders
- Distribution of project resources and facilities
Example organizational process assets that are inputs to Monitor Stakeholder Engagement process
- Organization’s communication policies
- Organization’s data management policies
